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Board Diligence, Director Busyness and Corporate Governance: An Empirical Analysis for India

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  • Ghosh, Saibal

Abstract

The paper examines the association between financial performance and boards of non-financial firms. Using data on over 200 listed manufacturing firms in India for 2005, the findings indicate that, after controlling for various firm-specific factors, board diligence as well as director busyness exerts a positive influence on corporate performance.

Suggested Citation

  • Ghosh, Saibal, 2007. "Board Diligence, Director Busyness and Corporate Governance: An Empirical Analysis for India," Review of Applied Economics, Lincoln University, Department of Financial and Business Systems, vol. 3(1-2), pages 1-14.
  • Handle: RePEc:ags:reapec:50159
    DOI: 10.22004/ag.econ.50159
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    References listed on IDEAS

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    5. Anil Shivdasani & David Yermack, 1999. "CEO Involvement in the Selection of New Board Members: An Empirical Analysis," Journal of Finance, American Finance Association, vol. 54(5), pages 1829-1853, October.
    6. Stephen P. Ferris & Murali Jagannathan & A. C. Pritchard, 2003. "Too Busy to Mind the Business? Monitoring by Directors with Multiple Board Appointments," Journal of Finance, American Finance Association, vol. 58(3), pages 1087-1112, June.
    7. Kaplan, Steven N. & Reishus, David, 1990. "Outside directorships and corporate performance," Journal of Financial Economics, Elsevier, vol. 27(2), pages 389-410, October.
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    Cited by:

    1. Dele Akinwole, Babatunde & M. Ajide, Folorunsho, 2020. "Board Characteristics and Firm’s Financial Performance in Nigeria," Working Papers 15, Department of Economics, University of Ilorin.
    2. Nadia Mans-Kemp & Suzette Viviers & Sian Collins, 2018. "Exploring the causes and consequences of director overboardedness in an emerging market," International Journal of Disclosure and Governance, Palgrave Macmillan, vol. 15(4), pages 210-220, November.

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